Valerie Morgan
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The Problem Morgan Publications suffers from a leadership crisis as evidenced by Valerie Morgan's indecisiveness and a lack of basic management systems. Her desire to be a leader and innovator is hampered by her administrative responsibilities. (Turner & Stevenson, 1986, 779) By divesting herself of the administrative and management role, adopting minor structural enhancements and controls, she could focus on the future and growth of Morgan Publications.
These changes can be implemented without sacrificing the "small business" environment or curtailing the autonomy and creativity of the employees. (Turner & Stevenson, 1986 781) The Leadership Crisis Characteristics of the leadership crisis stage include: increased number of employees causing a requirement for formal instead of informal means of communications, founders being burdened with unwanted management responsibilities, and conflicts between department managers [leaders] increase. (Greiner, 1972, 42).
The realization that professional management is needed is coupled with an unwillingness of the founder to step aside and relinquish control. (Greiner, 1972, 42). Morgan Publishing and Valerie Morgan exhibit all these problems associated with leadership in crisis
Morgan Publishing has grown from 10 employees in 1982 to 42 employees in 1986. (Turner 1986, 775) During this time several formal systems were adopted; however, department heads were reluctant to support them...